PART 2The Disengagement Canyon: Voices from the Trenches

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In Part 1, we explored the meaning of true engagement, and it seems pretty straightforward. People work because they have to. That's why they call it "work." But people engage only when they want to. And the core of unlocking that desire is recognizing the role that leaders, managers, and organizations play in artfully tapping into the discretionary efforts of human beings. People spend more than 40 percent of their waking hours every week going through the motions in the organizations that cut their paychecks. The opportunity is to convert these motions into the emotions that people feel when they have a chance to be ...

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